Setting the Stage: The Expectations of New Managers and Those Around Them and Defining the Managerial Role

The promotion to manager is a pivotal juncture in your career. The transition from individual contributor to manager, however, is difficult. Author Linda A. Hill followed nineteen new managers through their first year, gathering data about the managerial transition. Her interviews revealed that the expectations of new managers almost always conflict with the expectations of those around them, giving rise to unexpected challenges that can throw even the most eager and motivated recruits for a loop. This chapter examines the conflicting expectations of new managers, their subordinates, their superiors, and their peers, demonstrating the difficulty of defining the managerial role in the first place and learning how to become a manager given the demands of various constituencies. This chapter was originally published as Chapter 1 of "Becoming a Manager: How New Managers Master the Challenges of Leadership."